1. Total Environment of the Firm By: Manuel Sescar

2. Internal Environment Analysis of what a firm can do using its unique resources, capabilities and core competencies to achieve competitive advantage. Matching what a firm can do (internal environment) with what the firm might do(external opportunities and threats) allows the firm to develop better strategies

3. Resources Tangible and intangible assets that the company uses to implement strategy Tangible resources – Observable assets and easily quantified – Plants, offices, raw materials, patents, etc Intangible resources – Harder to observe and more difficult to quantify – Knowledge, organizational culture, etc.

5. Assessing the Internal Environment of the Firm I. VALUE CHAIN ANALYSIS II. RESOURCE BASED VIEW OF THE FIRM

6. I. VALUE CHAIN ANALYSIS Value chain analysis views the organization as a sequential process of value-creating activities. Such an approach is very useful for understanding the building blocks of competitive advantage. In competitive terms, value is the amount that buyers are willing to pay for what a firm provides for them. And, a firm is profitable to the extent that the value that it receives exceeds the total costs involved in creating the product or service.

7. using value chain analysis one needs to view the concept in its broadest context, i.e., without regard to the boundaries of a given organization. That is, include suppliers, customers, and alliance partners.

9. PRIMARY ACTIVITIES Inbound Logistics Operations Outbound Logistics Marketing and Sales Service

10. A. PRIMARY ACTIVITIES 1. INBOUND LOGISTICS Inbound logistics are associated with the receiving, storing, and distributing of inputs to the product. It includes material handling, warehousing, inventory control, vehicle scheduling, and returns to suppliers.

11. 2. OPERATIONS Operations include all activities associated with transforming the final product form, such as machining, assembly, equipment, testing, printing, and facility operations.

12. 3. OUTBOUND LOGISTICS The activities of outbound logistics are associated with the collecting, storing, and distributing the product or service to buyers. They include finished goods warehousing, material handling, delivery vehicle operations, order processing, and scheduling.

13. 4. MARKETING AND SALES Marketing and sales activities are associated with purchases of products and services by end users and the inducements to get them to make purchases. They include advertising, promotion, sales force, quoting, channel selection, channel relations, and pricing.

14. 5. SERVICE This includes all activities associated with providing service to enhance the value of products such as installation, repair, training, parts supply, and product adjustment.

15. B. SUPPORT ACTIVITIES Support activities in the value chain are involved with competing in any industry and can be divided into four generic categories

16. 1. PROCUREMENT Procurement refers to the function of purchasing inputs used in a firm's value chain, not the purchased inputs themselves. Purchased inputs include raw materials, supplies, and other consumable items as well as such assets as machinery, laboratory equipment, office buildings, and buildings.

17. 2. TECHNOLOGY DEVELOPMENT Every value activity embodies technology. The array of technologies employed in most firms is very broad, ranging from technologies used to prepare documents and transport goods to those embodied in processes and equipment or the product itself. Technology that is related to the product and its features supports the entire value chain, while other technology development is associated with particular primary or support activities.

18. 3. HUMAN RESOURCE MANAGEMENT Human resource management consists of activities involved in the recruiting, hiring, training, development, and compensation of all types of personnel. It supports both individual primary and support activities (e.g., hiring of engineers and scientists) and the entire value chain (e.g., negotiations with labor unions).

19. 4. FIRM INFRASTRUCTURE Firm infrastructure consists of a number of activities, including general management, planning, finance, accounting, legal, government affairs, quality management, and information systems. Infrastructure (unlike other support activities) typically supports the entire value chain and not individual activities.

21. A. TYPES OF RESOURCES Tangible resources are assets that are relatively easy to identify and include financial, physical, organizational, and technological resources that an organization uses to create value for its customers. We provide the example of FedEx's computer-based job competency tests.

22. Intangible resources are much more difficult for competitors to account for or imitate. These include human resources, innovation resources, and reputation resources. The example of Harley-Davidson's strong brand image is addressed.

23. Organizational capabilities are not specific tangible or intangible assets. They are competencies or skills that a firm employs to transform inputs into outputs. We present the example of Gillette's capabilities to combine several technologies in its wet-shaving products.

24. B. FIRM RESOURCES AND SUSTAINABLE COMPETITIVE ADVANTAGES For a firm to earn a sustainable competitive advantage, it must have four attributes: valuable, rare, and difficult for competitors to imitate or substitute.

25. 1. IS THE RESOURCE VALUABLE? Resources are valuable when they enable a firm to formulate and implement strategies that improve its efficiency or effectiveness. The SWOT framework suggests that firms improve their performance only when they either exploit opportunities or neutralize (minimize) threats.

26. 2. IS THE RESOURCE RARE? If competitors or potential competitors also possess the same valuable resource, it is not a source of competitive advantage because all of these firms have the capability to exploit the resource in the same way. Common strategies based on such a resource would give no one firm an advantage. For a resource to provide a competitive advantage, it must be uncommon, that is, rare relative to other competitors.

27. 3. IS THE RESOURCE IMITATED EASILY? Inimitability is a key to value creation because it constrains competition. If a resource is inimitable, then any profits generated are more likely to be sustainable.

28. For imitation to be avoided, four conditions need to be satisfied: Physical uniqueness Path Dependency Causal Ambiguity Social Complexity

29. 4. ARE THERE READILY AVAILABLE SUBSTITUTES? The fourth requirement for a firm to be a source of sustainable competitive advantage is that there must be no strategically equivalent valuable resources that are themselves not rare or inimitable.

31. We address four conditions that explain the extent to which managers and employees will be able to extract a proportionately high level of the profits they generate: > Employee bargaining power > Employee replacement cost > Employee exit cost > Manager bargaining power

32. Analyzing the External Environment of the Firm I. THE ENVIRONMENTALLY AWARE ORGANIZATION II. THE GENERAL ENVIRONMENT III. THE COMPETITIVE ENVIRONMENT

33. I. THE ENVIRONMENTALLY AWARE ORGANIZATION A. ENVIRONMENTAL SCANNING Environmental scanning involves surveillance of the firm's external environment to predict environmental changes to come and detect changes that are already underway.

34. B. ENVIRONMENTAL MONITORING Environmental monitoring tracks the evolution of trends, events, or streams of activities in the external environment.

35. C. COMPETITIVE INTELLIGENCE Competitive intelligence helps firms define and understand their industry and identify rivals' strengths and weaknesses. Done properly, competitive intelligence helps a company to avoid surprises by effectively anticipating and responding to competitors' moves.

36. D. ENVIRONMENTAL FORECASTING Environmental scanning, monitoring, and competitive intelligence are important inputs for analyzing the external environment. However, they are of little use unless they provide raw material that is accurate enough to help managers make accurate forecasts.

37. E. SWOT Analysis We briefly address SWOT Analysis at this point. SWOT stands for strengths, weaknesses, opportunities, and threats. SWOT analysis provides a framework for analyzing these four elements of a company's internal and external environment.

38. II. THE GENERAL ENVIRONMENT A. THE DEMOGRAPHIC SEGMENT Demographics are the most easily understood and quantifiable elements of the general environment. Demographics include elements such as the aging population, rising or declining affluence, changes in ethnic composition, geographic distribution of the population, and income level disparities.

39. B. THE SOCIOCULTURAL SEGMENT Sociocultural forces influence the values, beliefs, and lifestyles of a society. Examples include a higher percentage of women in the workforce, dual-income families, increases in the number of temporary workers, greater concern for healthy diets and physical fitness, greater interest in the environment, and families postponing having children.

40. C. THE POLITICAL/LEGAL SEGMENT Political processes and legislation influence the regulations with which industries must comply. Some important elements of the political/legal arena include tort reform, the Americans with Disabilities Act (ADA), the repeal of the Glass-Stegall Act in 1999 (now banks may offer brokerage services), deregulation of utilities and other industries, and increases in the federally mandated minimum wage.

41. D. THE TECHNOLOGICAL SEGMENT Developments in technology lead to new products and services and improve how they're produced and delivered to the end user. Innovations can create entirely new industries and alter existing industries.

42. E. THE ECONOMIC SEGMENT The economy has an impact on all industries, from suppliers of raw materials to manufacturers of finished goods and services, as well as all organizations in the service, wholesale, retail, government, and nonprofit sectors of economies. Key indicators include interest rates, unemployment rates, the consumer price index (CPI), the Gross Domestic Product (GDP), and net disposable income.

43. F. THE GLOBAL SEGMENT Globalization provides both opportunities to access larger potential markets and a broad base of factors of production such as raw materials, labor, skilled managers, and technical professionals. However, such endeavors carry many political, social, and economic risks. Examples of important elements in the global segment include currency exchange rates, increasing global trade, the economic emergence of India, China's admittance to the World Trade Organization, trade agreements among regional blocs (e.g., EC), and the GATT Agreement (lowering of tariffs).

44. III. THE COMPETITIVE ENVIRONMENT A. PORTER'S FIVE FORCES MODEL OF INDUSTRY COMPETITION 1. THREAT OF NEW ENTRANTS After summarizing the major barriers to entry, ask students to provide examples of industries characterized by each of these entry barriers. This may help them to understand what initially may appear to be rather complex ideas.

45. 2. BARGAINING POWER OF BUYERS Some of the conditions under which a supplier group may become powerful. It may be interesting how things have changed (if they have) with regard to the power of buyers of talent (i.e., businesses of varying sizes and industries) and suppliers of talent (i.e., business school graduates—either undergraduate or MBA).

46. 3. BARGAINING POWER OF SUPPLIERS Some of the conditions under which a supplier group may become powerful. The bargaining power of suppliers can be presented as the mirror opposite of the bargaining power of suppliers. For example, the relative sizes and concentrations largely determine the bargaining power of the two parties involved in the transaction.

47. 4. THE THREAT OF SUBSTITUTE PRODUCTS AND SERVICES Emphasize that the viability of a substitute product depends largely on its relative price-performance trade-off, i.e., more value for the same price or the same value for a lower price. Examples are electronic security systems versus security guards, and the use of steel versus plastic for components in the manufacture of automobiles.

48. 5. THE INTENSITY AMONG COMPETITORS IN AN INDUSTRY The factors that lead to intense rivalry in an industry, provide an example of an industry in which competition has recently been intense. For example, most students are familiar with the recurring price wars in the U. S. airline industry. Ask them to explain this using the factors discussed (e.g., undifferentiated service, low switching costs, slow industry growth, numerous competitors, etc.) You might point out that this industry was expected to report huge losses in 2001 even before the September 11, 2001 terrorist attack. Beginning in late 2005, the airlines' problems were further aggravated by extremely high fuel costs.

49. THANK YOU!